tailieunhanh - Lecture Strategic Management: Lesson 2 - Core concepts and analytical tools

Lesson 2 – Core concepts and analytical tools has outline . Evaluating a company’s externa environment, . Evaluating a company’s resources, cost position and competitiveness. | Lesson 2 – CORE CONCEPTS AND ANALYTICAL TOOLS Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 1 LESSON 2 - OUTLINE . Evaluating a company’s external environment . Evaluating a company’s resources, cost position and competitiveness © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. 2–2 LO1 Gain command of the basic concepts and analytical tools widely used to diagnose a company’s industry and competitive conditions. LO2 Become adept at recognizing the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak. LO3 Learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability. LO4 Learn how to assess how well a company’s current strategy is working. LO5 Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a . | Lesson 2 – CORE CONCEPTS AND ANALYTICAL TOOLS Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 1 LESSON 2 - OUTLINE . Evaluating a company’s external environment . Evaluating a company’s resources, cost position and competitiveness © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. 2–2 LO1 Gain command of the basic concepts and analytical tools widely used to diagnose a company’s industry and competitive conditions. LO2 Become adept at recognizing the factors that cause competition in an industry to be fierce, more or less normal, or relatively weak. LO3 Learn how to determine whether an industry’s outlook presents a company with sufficiently attractive opportunities for growth and profitability. LO4 Learn how to assess how well a company’s current strategy is working. LO5 Grasp how and why activities performed internally by a company and those performed externally by its suppliers and forward channel allies determine a company’s cost structure and the value it provides to customers. LO6 Learn how to evaluate a company’s competitive strength relative to key rivals. LO7 Understand how a comprehensive evaluation of a company’s external and internal situations can assist managers in making critical decisions about their next strategic moves . EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 5 . The strategically relevant components of a company’s macro-environment Two facets of the company’s situation The industry and competitive environments in which the company operates—its external environment The company’s resources and organizational capabilities—its internal environment Resource strengths and weaknesses Cost position Culture and the strength of its leadership FIGURE The Components of a Company’s Macro-Environment . Assessing the Company’s Industry and Competitive Environment Do the dominant .

• Quản trị kinh doanh
• Strategic Management
• Crafting a strategy
• Core concepts
• Kinh doanh quốc tế
• Quản trị kinh doanh
• Chiến lược kinh doanh
• Ebook Strategic management for travel and tourism
• Strategic management for travel and tourism
• Strategic choices
• Strategic implementation
• Analysis in strategic management
• Strategic alliances in the airline industry
• Lecture Strategic management
• Strategic leadership
• Analyzing strategic management cases
• Knowledge management
• Competitive advantages
• Strategic management trade offs
• Bài giảng Quản trị chiến lược
• Key terms
• Strategic thinking development progress
• Comprehensive framework
• Stages of strategic management
• Strategic actions
• Strategic competitiveness
• Strategic management process
• Sustained competitive advantage
• Internal environment analysis
• Human capital moderate the relationship
• Strategic thinking and strategic human resource management
• Human capital to enhance strategic HRM
• Effectively benefit from strategic thinking
• Significant effect on strategic HRM
• Lecture Management the new competitive landscape
• Management the new competitive landscape
• Technology strategy
• Strategic management model
• Cooperative strategy
• Strategic alliances
• Managerial labor markets
• Implementing strategy
• Strategic control
• Corporate governance
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• Learning organization
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• The importance of strategic management
• The strategic management process
• Types of organizational strategies
• Explain why strategic management is important
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• Corporate level strategy
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• International strategy lifecycle
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• Organizational structure
• Functional structure
• Internal corporate venturing
• Strategic market management
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• Strategic analysis
• Strategic groups